Get the culture right & the tweets will look after themselves


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Presentation to Twitter Scotland conference, 20th July 2011

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Get the culture right & the tweets will look after themselves

  1. 1. The Twitter Effect Martin Thomas @crowdsurfing
  2. 2. A Market Matures <ul><li>From gimmicks to game changers </li></ul><ul><li>From technological hype to organisational & cultural change </li></ul>Gartner Hype Cycle
  3. 3. Which media owner has larger audience than all these combined?
  4. 4. The Twitter Effect?
  5. 5. Increased Client Confidence Which of these have you implemented in past year?* * PR Week Communications Directors Survey (July 2011)
  6. 6. Compelling Case Studies <ul><li>“ It doesn’t take much to exceed customer service expectations on Twitter they are pleasantly surprised we are listening” </li></ul><ul><li>“ Nobody calls a call centre with positive feedback but they do on Twitter” Martha Roberts Royal Mail </li></ul>
  7. 7. How Twitter is forcing institutions to meet cultural & organisational challenges of a real time world
  8. 8. A Hyper-Speed Culture <ul><li>Speed & responsiveness </li></ul>“ The trouble with McDonald’s is it’s too bloody slow” Instant access, instant response, instant gratification “living life through shortcuts” MTV
  9. 9. Acceleration of News Agenda 1952 Lynmouth flood disaster 1988 Piper Alpha explosion May 2008 Sichuan Earthquake Jan 2009 Hudson River plane crash Spring 2011 Live blogging during Arab Spring 2 days 1 hour 30 minutes Real Time Real Time+
  10. 10. Crisis Management in Real Time
  11. 11. Service Innovations  Heightened Expectations <ul><li>Speed & responsiveness </li></ul>
  12. 12. Real Time Customer Service <ul><li>Taking responsibility for customer service beyond a department </li></ul><ul><li>2,000+ employees, following guidelines not rules </li></ul><ul><ul><li>“ </li></ul></ul><ul><ul><li>“ Authentic honest, conversational, be yourself, show respect, expect respect. The goal is to help not be creepy” </li></ul></ul>
  13. 13. The Real Twitter Effect <ul><li>Driving new behaviours & expectations </li></ul><ul><li>Dramatizing institutions’ structural, operational & cultural weaknesses </li></ul>Connected Consumer meets Disconnected Corporation
  14. 14. “ Digital communications is a destabilizing force in a bureaucratic environment. And I am sitting right in the middle of a bureaucratic environment.’” Senior corporate communications director “ We’re not set up for this shit” UK CEO
  15. 15. Why Many Institutions Struggle <ul><li>Not configured to work in real time, in terms of speed or resources </li></ul>* Critical response time for responding to negative comments * Critical response time for responding to negative comments 10 minutes 60 minutes
  16. 16. Thriving by Loosening Up <ul><li>Operational & cultural traits of successful organisations </li></ul><ul><ul><li>Trusting </li></ul></ul><ul><ul><li>Open </li></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>Informal </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul>
  17. 17. Tight Thinkers Need Not Apply <ul><li>Organisations & people that struggle with this new world </li></ul><ul><ul><li>Hierarchical </li></ul></ul><ul><ul><li>Bureaucratic </li></ul></ul><ul><ul><li>Process oriented </li></ul></ul><ul><ul><li>Distrustful </li></ul></ul>“ the approval time for each Tweet, by the time it had gone through compliance and tone of voice, used to be 10 days”
  18. 18. 1. Trusting <ul><li>Bedrock of strong internal culture </li></ul><ul><li>Allows shared responsibility & real time decision making </li></ul><ul><li>The best company rulebook ever written? </li></ul>
  19. 19. Nordstrom Revisited “ Prescriptive rules have the effect of infantilising staff & make it harder for them to adapt to different situations. This goes as much for digital communications as for selling socks … Like the Nordstrom handbook we’re trusting staff to follow the spirit, not just the letter, of our guidelines” Meg Pickard, writing about The Guardian’s new social media guidelines, November 2010
  20. 20. How to Build an Empire “ Presumed Competence”
  21. 21. Accepting, Anticipating & Even Leveraging Mistakes
  22. 22. Which doesn’t mean having to tolerate flagrant abuses
  23. 23. 2. Open <ul><li>Transparency & honesty non negotiable </li></ul><ul><li>Capable of transforming reputations </li></ul>
  24. 24. Openness is … <ul><li>Being transparent </li></ul><ul><li>Engaging critics & embracing criticism </li></ul><ul><li>Encouraging real conversations with people inside & outside the organisation </li></ul>
  25. 25. Openness is … Non Negotiable Social Media is No Respecter of Secrets
  26. 26. 3. Agile <ul><li>Ability to improvise & operate in close to real time & to act on real time information </li></ul>
  27. 27. 4. Informal <ul><li>Being willing to show a human face </li></ul>
  28. 28. Informal Access O2 Twinterviews with senior management  500+ new followers every time
  29. 29. Authenticity More Important Than Production Values
  30. 30. 5. Collaborative <ul><li>Tapping into spirit of collective self expression </li></ul><ul><li>Leveraging people’s willingness to shape service & product offers </li></ul>
  31. 31. Numbers are Compelling <ul><li>70% of companies regularly create value through use of web-based communities </li></ul><ul><li>Using customer communities to solve customer problems costs 10% of traditional call centres </li></ul>* McKinsey 2010
  32. 32. The Power of Communities Create Content Solve Problems Collaborate Contribute Ideas
  33. 33. The Power of Communities Mutualisation: Collaborating with readers and communities to better understand, explore or reflect situations, topics, perspectives or experiences
  34. 34. Thriving by Loosening Up <ul><ul><li>Trusting </li></ul></ul><ul><ul><li>Open </li></ul></ul><ul><ul><li>Agile </li></ul></ul><ul><ul><li>Informal </li></ul></ul><ul><ul><li>Collaborative </li></ul></ul>
  35. 35. @crowdsurfing Get your organisation & culture right … & the tweets will look after themselves